Role of nonverbal communication in the rating of an interview candidate

Role of nonverbal communication in the rating of an interview candidate

Nonverbal communication is among one of the keenly observed and significantly rated parts of an interview for candidates. Forms of nonverbal communication include speech elements besides words, e.g. pauses and sighs, intonation, facial expression and talking speed, attire and grooming in addition to entry and exit from the interview room. A candidate is therefore expected to adequately prepare themselves physically for the impression they intend to create and psychologically to support their demeanour throughout the interview process. In this essay, I will explain how preparedness or inadequate of it will affect a candidates rating in an interview.

(a)Attire and Grooming

A candidate should be decently dressed and in a professional way. Shoes should be closed and polished. Overdoing perfume may lower your rating as it may be offensive. Men should shave conservatively, and ladies’ hair should be neatly done to reduce any chance of interviewer getting the impression of unprofessionalism.

(b)Private organization.

It is essential to reach the interview venue early enough, e.g. 30 minutes before the appointed time. Lack of punctuality may lower interview rating as it may lead to thinking that a candidate is not severe. Candidate should carry a folder containing their original professional documents as this may be required to confirm ownership and authenticity. The candidate is likely to attain higher rating if these documents are well arranged and clean, not soiled as this may point to carelessness.

©Waiting in the Lobby.

Having arrived before appointed time will get a candidate waiting at the lobby. Being friendly to the receptionist may gather more points, e.g. greeting the receptionist. The candidate may visit the restrooms and wash their hands to compose themselves. Composure is essential as it will eliminate unnecessary discomfort resulting in poor nonverbal communication and therefore, lower rating.

(d) In the Interview Room

To get a higher score, a candidate should walk-in in a composed way, closing the door after them if it was closed. They should smile and greet the interview panel confidently and allow the interviewer to let them take a sit. The candidate should relax leaning forward to show that they are interested in being engaged in the interview. Leaning backward may appear too casual. Feet should be kept on the floor and eyes in contact with those of interviewer. Candidate should be polite, nodding and smiling where necessary. Speech tone should be balanced and don’t use slang language. Candidate should not laugh before interviewer and should listen attentively without interrupting. Palms should not be clenched in a fist; a candidate may hold a pen and a notepad if they are not sure of what to do in their hands.

Leaving the interview

A candidate may give the interviewer a firm handshake as they go and smile. They may close the door behind them it they found it closed and bid goodbye to the receptionist.

2. Desired Results of a successful employee Orientation program

Employee orientation is an essential process of hiring and retaining employees. After picking the best candidates in an interview during hiring, new employees should be introduced to their duties and responsibilities, co-workers and workplace. Duties and responsibility orientation entail detailing the new hires of the expected deliverables from them. They are expected to understand these key deliverables and sign a job description card as a consent. Workplace orientation entails showing the new hires company philosophy and the whole work workstation, e.g. a bank branch and their specific work station as well as the equipment and machines they will be using. The hires should be well versed with the usage of these machines before starting to do the job. Coworkers orientation is about new hires colleagues and hierarchy of administration.  The hire should understand who to report to and seek assistance to seek assistance. The new hire is brought to realise that these components of orientation will be assessed during their performance appraisal. Desired results of such successful adjustment include:

• Inculcates a sense of direction in new hires

Introduction of company vision, mission and core values make new hires understand the path that the company is taking. This enables the adopt to the new organization culture as informed by the company philosophy. It becomes easier for new hires to work with others as they understand their duties and responsibilities and contribute towards taking the company in the prevailing direction. The new hires get easily assimilated into the company working become easy for them contributing to better performance of the organization.

• Cohesive Teamwork

Building rapport between new hires and existing staff is the desired result of successful orientation. The affinity is likely to yield teamwork as the old and new staff integrate and promote good working relationships. New hires can open up as they get trained by seasoned staff. Cohesive teams are produced that easily steer the organization towards the desired direction.

© Increased employees production

Well, oriented new hires are more likely to bring immediate returns to employers than those not oriented at all. Lack or inadequate orientation may lead to loses as new hires violate operation guidelines e.g. where an organization is expected to deliver services within a deadline and doesn’t due to slowed operations caused by new hires who have not or have been poorly oriented. Lack of meeting deadlines may attract fines and penalties.

1. Reduced Employee Turn over.

Successful orientation will help new hires fully understand and effectively adhere to operations procedures resulting in job satisfaction and reducing sales loses.  Job satisfaction is likely to result in employee loyalty and reduced employee turnover.

3. Task Statement

A task is an activity that has to be done within a specific period and contributing towards a work-related objective. A task statement is a description of particular actions with object, verb and qualifiers. Engagement describes the work to be taken, the purpose is the item to be used, and qualifier is a statement linking them. The following is an example of a task statement for Human Resource Manager intending to develop a human resource for a new offshore Banking Branch in Nairobi Kenya.

Task statements are becoming increasingly important in project management for the advantages it offers over the traditional methods. These advantages include:

Clarity: Each activity is clearly described and timeline assigned to it. This enables project managers to determine the appropriate knowledge and skills required and therefore hire the right people to do the activity.

Supervision: Monitoring is made easy as supervisors understand the precise results expected from every activity in the task — definite determination of whether an event has been completed.

Improves the quality of work output: In most cases, subsequent activity in a task will not start if the current work activity is not done satisfactorily based on the project management standards. Task statement facilitates adherence to project management standards and therefore improving the quality of work done.

Saving time: A task statement requires specialization in the human resource attending various task activities. Specialists are more likely to do an event within less time than novices, therefore, saving on time and the cost associated with delays from inefficiencies occasioned by inadequately skilled staff.

Evaluation: A task statement can be used as a simple and clear reference during the necessary project evaluation. It is easy to trace where there was a breakdown of the task implementation process.

Cost analysis: Task statement can be used to make cost associated with a project by considering cost the requirements of each activity in a task. The cost implication of the responsibility is essential in planning and can be used in writing proposal sourcing funds.

Value Proposition: Task statement is an essential tool for communicating the value proposition. Using the series of activity in the task statement can be used to persuade stakeholders on the value of the task and the project in general.

Work Cited

Alessandri, Guido, et al. “From positive orientation to job performance: The role of work engagement and self-efficacy beliefs.” Journal of Happiness Studies 16.3 (2015): 767-788.

Feiler, Amanda R., and Deborah M. Powell. “Behavioral expression of job interview anxiety.” Journal of Business and Psychology 31.1 (2016): 155-171.

Naim, Iftekhar, et al. “Automated prediction and analysis of job interview performance: The role of what you say and how you say it.” 2015 11th IEEE International Conference and Workshops on Automatic Face and Gesture Recognition (FG). Vol. 1. IEEE, 2015.

Slowiak, Julie M., and Areanna M. Lakowske. “The influence of feedback statement sequence and goals on task performance.” Behaviour Analysis: Research and Practice 17.4 (2017): 357.